New Department of General Services warns of rising deferred maintenance and facility condition needs

Placer County introduced its new Department of General Services on April 30, presenting a six‑goal organizational development plan and a rundown of building maintenance pressures across county assets.

Director Natasha Drain told the board the new department combines multiple divisions previously scattered across county government, with 115 FTE and responsibility for capital improvements, real estate, building maintenance, procurement, records and museums. She reported recent accomplishments including on‑time delivery of the South Placer adult correctional facility components, completion of the Auburn Library modernization and a long streak of procurement excellence.

Drain said the county’s Facility Condition Index has been rising, reflecting deferred maintenance across older county buildings. ‘‘Our facility condition index continues to rise indicating declining facility conditions,’’ she said, and asked the board to consider longer‑term funding models, portfolio review and consolidation opportunities to balance limited resources against maintenance priorities.

The presentation showed DGS expects capital replacement needs and utility and janitorial costs to pressure operating budgets, and flagged AB 339 (advanced notification to employee organizations on contracting out services) as a recent statutory change that has increased procurement and staffing workload. The department also described an electrification plan for fleet vehicles tied to the state Advanced Clean Fleets timing and potential need for a new shop to service electric buses.

Finance staff outlined DGS’s submitted budget and funds structure and noted a multi‑year capital asset replacement plan with a $347,000 allocation in the submitted budget to begin replenishing aging infrastructure. Drain also discussed digital records management and ADA web work undertaken countywide with DOJ deadlines and noted the county received a 12‑month DOJ extension to address document remediation.

Next steps: DGS will bring forward budget details for the board’s review, pursue long‑range maintenance funding models with the CEO’s office, and continue performance measure reporting. Supervisors asked for follow‑up on vacant/underused properties (including Forest Hill holdings) and for detailed work on how depreciation and reserves are being allocated to maintain high‑priority facilities.

Ending: the department emphasized a focus on strategic choices — what to hold, what to consolidate, and how to fund deferred maintenance — and committed to returning with more analysis and prioritized capital plans.